OKR Leaders have a balanced approach to making the bigger picture clear to all involved and then ‘connecting the dots’ so that ‘execution excellence’ is achieved. OKR and Agile Leaders see the bigger picture, but dwelling on the bigger picture too much causes debilitating delays in execution. They see the bigger picture but can connect it to the present Providing a career path, a cause, and a community to their team membersĤ.Providing immersive skills-building opportunities.Being transparent related to strategies, goals, and objectives.We have all witnessed several strategic plans, industry blueprints, and business plans that appeared brilliant on paper yet never ‘saw the light of day.’ OKR Leaders are committed to growing their companies through OKRS and its inherent motivating mechanisms, and they are also very consistent in applying OKR Best practises. They are both committed and ConsistentĪ high degree of commitment gets people to start something enthusiastically, but consistency makes you see it through to its end. They tend to act on strategies, problems, change initiatives, and uplifting employee engagement over paying ‘lip service’ to it. They are present and execute shoulder-to-shoulder with their team members wherever possible and when it truly matters. The Japanese Lean management principle of Genchi Gembutsu (Go and see for yourself) applies here. Especially in these volatile times, leaders no longer have the luxury to separate themselves from the execution of strategies. They are good at the ‘Trinity of execution excellence’ – Thinking, Talking, and Doing.Įxecution excellence is about co-creating formidable strategies, communicating clearly and consistently around them, and, most importantly, taking bold action. Their questions stimulate thinking and action as well as collaboration. They tend to come to meetings very well prepared with excellent questions over being prepared with excellent speeches. a high degree of curiosity with positive intent is the foundational habit of the 7 habits of effective OKR Leaders. They understand that their sincere and enthusiastic curiosity is the means to co-creation, creativity, and growth. They have unshakable confidence in their ability to facilitate collective decision-making and problem-solving and approach every engagement with awe and curiosity. ‘Sell Your Cleverness and Purchase awe’ Jalal ud din RumiĪ true Servant leader knows they cannot do it all, nor can they know it all. Let us look closely at the 7 Habits of Highly Effective OKR Leaders. It takes well-developed leadership skills to support OKR and Agile teams in a way that helps them achieve far-reaching goals. Leadership is both an art and a privilege. Leadership is the responsibility to leave more leaders behind and the ability to galvanize people around a shared Vision and objectives. OKRs are not new but have become best practices in numerous Fortune 500 companies. Some OKR and Agile leaders openly admit that only applying the methodology itself does not secure success. In This writing, we explore what leaders can do to influence the success and Sustainability of OKRs. I find meaningful ways to help others.The 7 Habits of Highly Effective OKR Leaders I learn in lots of ways and lots of places, not just at school. I take care of my body by eating right, exercising and getting sleep. I seek out other people’s ideas to solve problems because I know that by teaming with others we can create better solutions than anyone of us can alone. I get along well with others, even people who are different than me. I value other people’s strengths and learn from them. I try to see things from their viewpoints. I listen to other people’s ideas and feelings. Habit 5 - Seek First to Understand, Then to Be Understood When conflicts arise, I look for third alternatives. I make deposits in others’ Emotional Bank Accounts. I balance courage for getting what I want with consideration for what others want. I set priorities, make a schedule, and follow my plan. This means I say no to things I know I should not do. I spend my time on things that are most important. I am an important part of my classroom and contribute to my school’s mission and vision. I do things that have meaning and make a difference. I do the right thing without being asked, even when no one is looking I do not blame others for my wrong actions. I choose my actions, attitudes, and moods.
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